WOMEN IN TECH THE FACTS

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However, as Figure 1.15 illustrates, despite these aspirations, only about 1 in 4 of the technical women in this study reported that their organizations support their leadership aspirations. This disconnect leaves many women skeptical about whether their companies are committed to advancing qualified women into leadership roles (Anderson et al., 2013). FIG. 1.15 // Actual Support Women in Tech Report Receiving Do you feel that your company provides actual support in the form of programs/training to match the vocal support around advancing women in tech? 16.9% 22.3% 24.5% 36.4% Yes, actual support matches vocal support No, actual support does not match vocal support Unsure Not applicable. Company does not support the advancement of women vocally or in practice Rerendered from Anderson et al., 2013 When job satisfaction is diminished and the chances for advancement seem low, women and other underrepresented groups may begin to look elsewhere for fulfilling careers. At the same time, it is important to note that while job satisfaction and advancement opportunities are certainly important, at least one study has found that “women in STEM fields do not react as positively to increasing job satisfaction, job tenure, and advancing age as do women in non-STEM professions” (Glass et al., 2013). These findings also suggested that “climate issues” and that a lack of “fit” or belonging in these jobs persists for longer periods of time in STEM careers than in non-STEM careers. This observation brings us back to other aspects of workplace experience that can create unwelcoming climates or communicate a lack of “fit” or “belonging.” The next two chapters examine these aspects in more depth—in particular, the role that bias plays in shaping climates and cultures that can make members from underrepresented groups feel unwelcomed even when they are highly qualified. 18 WOMEN IN TECH: THE FACTS NCWIT // ncwit.org
When job satisfaction is low, WOMEN AND OTHER UNDERREPRESENTED GROUPS begin to look elsewhere for fulfilling careers.
Page 1 and 2: WOMEN IN TECH: THE FACTS 2016 UPDAT
Page 3 and 4: Find Out How Your Company Might Be
Page 5 and 6: WAYS TO USE THIS REPORT • Make th
Page 7 and 8: Performance Evaluation & Promotion
Page 9 and 10: What are the trends over time? For
Page 11 and 12: FEMALE RETENTION: What are the rate
Page 13 and 14: Only 20 percent of the women who le
Page 15 and 16: FIG. 1.9 // Percent of U.S. Female-
Page 17 and 18: Although it may be tempting to conc
Page 19: Importantly, despite these and othe
Page 23 and 24: However, these schemas also lead us
Page 25 and 26: Stereotype Threat Stereotype threat
Page 27 and 28: Gender or Color-Invisibility Indivi
Page 29 and 30: THE PARADOX OF MERITOCRACY: Thinkin
Page 31 and 32: JOB ADS: Biased and Exclusionary La
Page 33 and 34: Relying on the same short-list of u
Page 35 and 36: Women referred for entry-level tech
Page 37 and 38: MANAGERIAL RELATIONSHIPS: Employees
Page 39 and 40: This experience of isolation reduce
Page 41 and 42: Mentor vs Sponsors: Do You Know the
Page 43 and 44: In general, across industries and o
Page 45 and 46: For example, many women report that
Page 47 and 48: In fact, as Figure 4.9 illustrates,
Page 49 and 50: FIG. 4.11 // Family Highly Valued f
Page 51 and 52: And the Plot Thickens: Dual Tech Ca
Page 53 and 54: SETTING THE STAGE FOR SUCCESS: A Wo
Page 55 and 56: eaching their goals. For example, i
Page 57 and 58: MINORITY-GROUPS ARE NOT BROKEN or i
Page 59 and 60: Examining potential biases in perfo
Page 61 and 62: Stories Inspire Action Consider the
Page 63 and 64: Ensure diverse interview teams. Jus
Page 65 and 66: Create company-wide development opp
Page 67 and 68: CHANGE MODEL FOCUS AREA #4 PERFORMA
Page 69 and 70: Model flexible practices at the exe
Page 71 and 72:
Emerson, K. T., & Murphy, M. C. (20
Page 73:
Simard as cited in Lebowitz, S. (20
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WOMEN IN TECH THE FACTS

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